Leadership & Organization Development Journal

Papers
(The H4-Index of Leadership & Organization Development Journal is 21. The table below lists those papers that are above that threshold based on CrossRef citation counts [max. 250 papers]. The publications cover those that have been published in the past four years, i.e., from 2021-05-01 to 2025-05-01.)
ArticleCitations
Exploring relationships among servant leadership, role clarity and creative self-efficacy45
Effects of gender diversity in strategic orientation and strategy execution44
Leader-follower congruence in overqualification and leader undermining: the mediating role of leader's downward envy44
How and why strengths-based leadership relates to nurses’ turnover intention: the roles of job crafting and work fatigue42
Arrogance from favor: the better supervisor-subordinate guanxi, the more counterproductive work behaviors42
How transformational leadership shapes employee task performance? A sequential mediation model31
It’s all due to being awake at night: the impact of the leader’s nighttime sleep deprivation on the leader’s daytime abusive supervision29
Effects of managerial coaching on employees' creative performance: cross-level moderating role of a climate for innovation28
My meaning is my engagement: exploring the mediating role of meaning between servant leadership and work engagement27
Comparing models of follower outcomes: destructive and constructive leader behavior26
How does ethical leadership influence work engagement in project-based organizations? A sensemaking perspective26
You're humble, so I'm not ashamed to ask? The intervening role of supervisor trust and feedback orientation25
The impacts of CEO leadership behaviors on employees' affective commitment and scouting behavior: the mediating role of symmetrical internal communication25
Knowledge-oriented leadership and learning in academic research teams24
How CEO transformational leadership impacts organizational and individual innovative behavior: collaborative HRM as mediator24
Is supervisor-subordinate Guanxi always good for subordinate commitment toward organizations? An inverted U-shaped perspective24
The role of HEXACO in the development of authentic leadership and its consequences on task performance23
Fostering exploration and exploitation behavior in management teams to enhance organizational performance: the LearnOvation leadership development program23
Being at one with each other: leader–follower (in)congruence in transformational leadership and team performance23
Explaining incongruities between leadership theory and practice: integrating theories of resonance, communication and systems23
The impact of inclusive leadership on innovative work behavior: a mediated moderation model22
When to challenge employees' comfort zones? The interplay between culture fit, innovation culture and supervisors' intellectual stimulation21
Inclusive leadership: scale validation and potential consequences21
Research streams, gaps and opportunities in servant leadership research21
Leader's work engagement in relation to team performance is a contagion event explained through the lens of affective process theory21
Examining the socio-psychological dynamics of interpersonal and organizational deviances: the moderating influence of interpersonal justice and perceived organizational support21
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